Examining the effect of personality traits on workplace spirituality

Abstract

Purpose

The purpose of this study is to determine the relationship between five-factor personality traits and workplace spirituality.

Design/methodology/approach

The research design of the study is prediction design, one of the quantitative research designs. The participants included 408 people working in a public university in Turkey as an academic or administrative staff. Five-factor personality traits and workplace spirituality scales were used to collect data.

Findings

Extraversion and conscientiousness have a positive effect on workplace spirituality. Openness, agreeableness and neuroticism have no significant effect on workplace spirituality.

Research limitations/implications

This study is limited to the relationship between “five-factor personality traits” and “workplace spirituality”. As the participants of the study were chosen among those who voluntarily agreed to participate in the study, the generalizability of the results is limited. The results are limited to explaining the questions such as “what”, “how much” and “who”.

Practical implications

The conclusions of the study are important in terms of showing the managers that everyone cannot be motivated and satisfied by the same motivators and therefore her or his perception of workplace spirituality will not be the same. Managers can improve organizational efficiency and effectiveness by raising employees’ workplace spirituality. It shows that employees attach importance to workplace spirituality, especially since Turkish culture has a conservative structure. In this way, motivation and job satisfaction of employees will increase and negative behaviors in the organization will decrease.

Originality/value

It can be argued that this study makes a significant theoretical contribution to research on the effect of workplace spirituality on the employee.

Citation

Tutar, H. and Oruç, E. (2020), "Examining the effect of personality traits on workplace spirituality", International Journal of Organizational Analysis, Vol. 28 No. 5, pp. 1005-1017. https://doi.org/10.1108/IJOA-09-2019-1891